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91 Cards in this Set
- Front
- Back
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A process accounting for someone's intensity, direction and persistence of effort toward attaining a goal.
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Motivation
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Maslow's Theory - Hierarchy of Needs (5)
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physiological
safety social esteem self-actualization as each need is satisfied the next need becomes dominanant |
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self actualization
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to become what you can be
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Lower-Order Needs
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Satisfied externally: physiological & safety
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higher-order needs
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internally satisfied:
social, self esteem, self actualization |
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Herzberg's Two-Factor Theory
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satisfactions & disatisfaction are not opposite - motivators vs hygiene factors (oppositves) motivators are with traditional view
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McClellands Theory of Needs
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Achievement, Affiliation, Power
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Cognitive Evaluation Theory
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Extrinsic reward for behavior that was previously only intrinsically rewarding --
decreases overall level of motivation (ex: assigned reading) |
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Goal Setting Theory (Edwin Locke)
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Specific, difficult goals + self-generated feedback = higher performance
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MBO (Management by Objectives)
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encompasses specific goals, participatively set for a certain time period with feedback on goal process
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self efficacy
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knowing you can complete a task
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Bandura's way to increase self efficacy (4)
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enactive mastery
vicarious modeling verbal persuasion arousal |
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reinforcement theory
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behavior is a function of its consequences
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equity theory
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individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities
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distributive justice
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perceived fairness of the outcome
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procedural justice
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fairness of the process used to determine the outcome
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interactional justice
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the degree to which one is treated with dignity and respect
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work group
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interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility
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work team
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individual efforts result in performance that is greater than the sum of the individual inputs
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problem solving teams
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5-12 employees from a dept - meets each week to improve quality
efficiency work environment |
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group
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2+ individuals interacting and interdependent who come together to achieve particular objectives
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formal group
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a designated work group defined by the organizations structure
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informal group
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a group neither formally structured or determined; appears for social contact
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task group
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works together to complete a task
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interest group
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work together to attain a specific objective with which each is concerned
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friendship group
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brought together because they share a characteristic(s)
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5 stage model of group development
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forming
storming norming performing adjourning |
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forming stage
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group development (1st stage) a lot of uncertainty
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storming stage
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characterized by intragroup conflict - 2nd
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norming stage
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3rd - close relationships and cohesiveness
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performing stage
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4 = fully functional group
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adjourning stage
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final - 5th - for temporary groups - concern with wrapping up activities rather than performance
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punctuated equilibrium model
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temporary groups under deadlines go between inertia and activitiy - at half way they increase in productivity (more productive half way between the assign and deadline
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role
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set of expected behavior patterns attributed to someone occupying a given position in a social unit
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role identity
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certain attitudes and behaviors consistent with a role
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role perception
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an individuals view of how he should act within a situation
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role expectation
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how people expect someone shoudl act
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psychological contract
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an unwritten agreement that sets out what management expects from the employee and vv
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norms
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acceptable standards of behavior within a group - shared by group members
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conformity
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adjusting one's behavior to align with the norms ofthe group
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reference groups
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important where people belong/want to belong and they are likely to conform to norms
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deviant workplace behavior
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antisocial intentionally violate norms - result in negative consequences
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status
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socially defined position or rank given to groups or members by others
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social loafing
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tendency for individuals to give less effort in a group than they would on their own
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cohesiveness
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how attracted members are to each other and motivated to stay in the group
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group shift
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a change in decision risk between the group's decision and the individual decision that members would make ; towards conservatism or greater risk
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interacting groups
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typical groups where members interact with eachother face to face
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nominal group technique
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a group decision making method in which individual members meet face to face to pool judgments systematically & independently
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brainstorming
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idea-generation process that encourages all alternatives; witholding criticism
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leadership
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ability to influence a group toward the achievement of goals
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management
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use of authority inherent in designated formal rank to get compliance from members
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traits theories of leadership
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consider personality, social, physical or intellectual traits to differentiate leaders
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behavioral theories
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propose specific behavior differentiate leaders from non leaders
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initiating structure
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extent to which a leader is likely to define/structure his role and the subordinates to attain a goal
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consideration
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how likely a leader is to have relationships characterized by mutual trust, respect for ideas and regard for feelings
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employee-oriented leader
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emphasizes interpersonal relations, takes an interest in employee needs and accepting individual differences
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production -oriented leader
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emphasizes technical aspects
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least preferred coworker questionnaire
(fileders model: the leader) |
how a leader evaluates a coworker not liked - indicates if its task or relationship oriented
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leader-member relations
(fileders - defining) |
degree of confidence, trust and respect subordinates have in their leader
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task structure
(fielders -defining) |
how much jobs are procedurized
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position power (fielders - defining
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influence from formal structural position; includes power to hire, fire, discipline, promote and give salary increases
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cognitive resource theory
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theory of leadership states that the level of stress in a situation is what impacts whether a leader's intelligence or experience will be more effective
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situational leadership theory
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focuses on follower's readiness, more ready the less nead for supportfrom the leader
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leader-member exchange theory
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leaders select favorites, exchanges with them are better, favorites will get betterperofmance ratings, less turnover and greater job satisfaction
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framing
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a way to use language to manage meaning
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charismatic leadership theory
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make attributions of heroic abilities when they observe certain behaviors
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transactional leaders
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guide/motivate in the direction of goals by claryifying role and task requirements
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transformational leaders
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provides:
individual consideration inspirationl intellect influence |
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contingent reward -
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rewards for effort, promises for good performance, recognizes accomplishments
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management by exception
active passive |
active - searches for deviations and takes action
passive - intervenes only if standards aren't met |
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laissez faire
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avoids making decisions
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idealized influence
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provides vision
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inspiration
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communicates high expectations
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intellect
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promotes problem solving
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individualized consideration
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coaches and advises one on one
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dimensions of trust
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integrity
competence consistency loyalty openness |
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types of trust (3)
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detterrence, knowledge, identification
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deterrence based
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trust based on fear of reprisal
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knowledge based
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based on predictability from a history of interaction
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identification based
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based on mutual understanding and appreciation
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mentor
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a senior employee who sponsors a protege
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self leadership
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set of processes where individuals controlt heir own behavior
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attribution theory of leadership
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idea that leadrship is an attribute people make about others
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3 types of justice
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1. distributive -fairness
2. procedural - process 3. interactional - respect |
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fielder model
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leader style is fixed either task or relationship oriented
leader must fit situation |
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hersey and blanchard situational model
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leaders can change behavrios - followers are the situation.
you can train leaders |
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path-goal theory
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leader should help followers attain goals, and should change behaviors to fit the sitaution
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leader-particitpation model
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considers 12 contingency variables to decide if a subordinate is included in decision making. when you include others
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followers see authentic leaders as what
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ethical
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authentic leaders
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know who they are and what they believe in and act on that
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trust
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a positie expectation that one one act opportunistically
based on familiarity and examples of risk |
